Code
MGFE STR 5803
Niveau
M2
Discipline
Stratégie
Langue
Français/French
Crédits ECTS
2,5
Heures programmées
27
Charge totale étudiant
50
Coordonnateur(s)
Département
- Management, Marketing et Stratégie
Equipe pédagogique
Introduction au module
A true understanding of the nature of innovation requires a grasp of the technological, competitive and market dynamics that converged to drive the innovative firm in a particular sector to combine resources in a unique way. The breadth and depth of information available on-line is making it increasingly feasible for “outsiders” to acquire such understanding in a reasonable timeframe. By combining such insights on several sectors, different theoretical approaches to innovation can be compared on the basis of detailed real-world illustrations.
The objective of this course is to provide students with the theoretical and practical tools to conduct in-depth sectoral analyses using electronic resources available on-line. Participants will work on a comparative-historic analysis of the innovation dynamics of a specific industry and its key players and will compare their findings and conclusions to those of other sectors. Finally, they will evaluate alternative theoretical approaches to innovation on the basis of their analyses and comparisons.
Finalité d'apprentissage (Bloc de compétences)
- LG1 Être capable d'étendre sa propre intelligence digitale à travers ses différentes dimensions (de manière responsable et durable)
- LG2 Avoir la capacité de gérer l'incertitude et la complexité avec précision et rigueur
- LG3 Avoir les bases d'un management responsable et durable
- LG4 Avoir accès à différents instruments transdisciplinaires de management
- LG5 Être ouvert (d'esprit) aux autres, au monde et à la recherche d'un impact sociétal positif
Objectifs d'apprentissage (compétences mères)
- 1.2 - Développer la créativité numérique pour l'individu et l'organisation avec sobriété
- 1.3 - Développer la compétitivité des entreprises et la souveraineté numérique
- 2.1 - Identifier et analyser en profondeur les problèmes, les causes et les impacts
- 2.2 - Explorer les solutions, les décisions et leurs impacts relatifs et absolus
- 2.3 - Identifier la ou les solutions optimales et les priorités de mise en œuvre
- 2.4 - Mettre en œuvre un plan, préparer les changements et mesurer le succès des actions au regard de la stratégie et des parties prenantes
- 3.1 - Comprendre et utiliser les concepts de base, les connaissances et les théories liées à la discipline
- 3.2 - Appliquer les connaissances de la discipline de manière appropriée et efficace
- 3.3 - Identifier les frontières de la discipline et les possibles connexions interdisciplinaires
- 4.3 - Appliquer efficacement et judicieusement des approches et des outils de management transdisciplinaires
- 4.4 - Evaluer l'utilisation d'approches et d'outils de management transdisciplinaires
- 5 - Etre capable d’ancrer son action dans un cadre large, ouvert aux autres et au monde et à la recherche à impact sociétal positif
Contenu : structure du module et agenda
Class 1: Introduction to sectoral analysis
Theoretical framework for analyzing sectors and innovation
1. Economics: Technology, organization and competitiveness
2. Strategy: Management of technology and innovation
3. History: Social conditions for innovation
Example of in-depth sectoral analysis
Telecommunications equipment sector
Constructing a sectoral analysis
1. Market dynamics: summary of analysis from previous relevant studies, articles in specialist and financial publications
2. Competitive dynamics: strategic groups and firm-level analysis of key players:
- Segment analysis (Diversification: NPD, internationalization, vertical integration, M&A activities…)
- Financial analysis (revenues and profitability, sources and uses of funds, stock price, corporate governance…)
- Analysis of learning strategies (HR and outsourcing, alliances and JVs, patenting policies…)
3. Technological dynamics:
- Technological life cycles and R&D
- Key technological breakthroughs and on-going technological barriers
- Legal issues
4. Information sources and compiling data
Class 2: Presentation of sectoral analysis by professional (& TEM graduate)
Preparation of group case studies & group work
Class 3: Industrial organization 1
1. Structure, conduct, performance (SCP)
2. Market power regulation and measurements of concentration
3. Critiques of SCP
4. Porter’s 5 forces
5. New empirical industry organization (NEIO)
Class 4: Preparation of group case studies & group work
Classes 5 & 6:
Preparation of group presentations & dress rehearsals
Comparing and contrasting sectors
Classes 7 & 8:
Group presentations
Sector 1 group presentation: “eCommerce”
Sector 2 group presentation: “Mobile Phones
Sector 3 group presentation: “Media Groups”
Sector 4 group presentation: “Video Games”
Sector 4 group presentation: “Consumer Electronics”
Contemporary questions in sectoral analysis and innovation
1. Social conditions for innovation
2. Financialisaton and innovation
3. Open innovation v. in-house R&D
4. Corporate social responsibility (CSR) and innovation
Conclusion and exam preparation
Contribution à l'atteinte des ODD (Objets du Développement Durable)
ODD n°9 - Industrie, innovation et infrastructure
ODD n°12 - Consommation et production responsables
ODD n°17 - Partenariats pour la réalisation des objectifs
Nombre d'ODD abordés parmi les 17
3
Apprentissage
synchrone
Méthode pédagogique
Classes and supervised group work on case studies
Organisation of group project:
Creating groups and choosing case study
1. Groups of three students must be formed with a maximum of different nationalities. More than one nationality will only be tolerated if there are other groups with more than one of this nationality already.
2. Each group must choose the sector they wish to study. The sector will be allocated when an A4 sheet with the names of all students is handed over to the lecturer.
Analysing sector and developing alternatives (roles in group for 3-4 members)
3. Two members of the group must thus take responsibility for analyzing what is available on the sector on library databases: Facktiva and Xerfi, in addition to more general on-line searching to identify reports already available on the sector and the specialised newsletters and publications for the sector’s actors. This should be used to create an overview of which key actors need to be studied in detail.
4. One member of the group must take responsibility for creating an Excel chart with the past 5-10 years of data for key actors. The data must include turnover, profit and the percentage of turnover to come from different segments and different parts of the world. Data on number, type and location of employees must also be gathered from annual reports along with financial data on the sources and uses of funds.
5. One member of the group must be responsible for finding academic articles to be should be included as part of the analysis. This represents 20% of the final mark for the group exercise.
Preparing the presentation
6. Each group will meet with the lecturer prior to the presentation in order to review the proposed presentation.
7. One member of the group will contact the lecturer (marie.carpenter@telecom-em.eu), with all group members on copy to suggest possible times.
8. The group should do a practice session of the presentation before the final presentation in front of other students.
Group presentation
9. All members of the group should present as part of the group presentation.
10. The presentation should generate discussion and debate among the class in relation to the sector covered. This implies that the presentation be clear and concise, yet detailed and thought-provoking enough to captivate the other students.
Seminar paper
11. The paper (10-15 pages) to be submitted as the sectoral analysis must be clearly referenced throughout with footnotes and not simply with a bibliography at the end.
12. Marks will be attributed for the group’s ability to conduct a broad and deep search of all available sources of information on the sector, to summarise the quantitative and qualitative information in a clear and structured way, to analyse the data and come to relevant and informed conclusions about the emerging market, competitive and technological dynamics in the industry.
Système de notation et modalités de rattrapage
Group work: 80%
Presentation - 40%
Paper - 40%
Individual mark: 20%
Catch-up exam
Règlement du module
Professor-Student Communication
● The professor will contact the students through their school email address (IMT-BS/TSP) and the Moodle portal. No communication via personal email addresses will take place. It is the student responsibility to regularly check their IMT-BS/TSP mailbox.
● Students can communicate with the professor by emailing him/her to his institutional address. If necessary, it is possible to meet the professor in his office during office-hours or by appointment.
Students with accommodation needs
If a student has a disability that will prevent from completing the described work or require any kind of accommodation, he may inform the program director (with supporting documents) as soon as possible. Also, students are encouraged to discuss it with the professor.
Class behavior
● Out of courtesy for the professor and classmates, all mobile phones, electronic games or other devices that generate sound should be turned off during class.
● Students should avoid disruptive and disrespectful behavior such as: arriving late, leaving early, careless behavior (e.g. sleeping, reading a non-course material, using vulgar language, over-speaking, eating, drinking, etc.). A warning may be given on the first infraction of these rules. Repeated violators will be penalized and may face expulsion from the class and/or other disciplinary proceedings.
● The tolerated delay is 5 minutes. Attendance will be declared on Moodle during these 5 minutes via a QR code provided by the teacher at each course start.
● Student should arrive on time for exams and other assessments. No one will be allowed to enter the classroom once the first person has finished the exam and left the room. There is absolutely no exception to this rule. No student can continue to take an exam once the time is up. No student may leave the room during an examination unless he / she has finished and handed over all the documents.
● In the case of remote learning, the student must keep his camera on unless instructed otherwise by the professor.
Honor code
IMT-BS is committed to a policy of honesty in the academic community. Conduct that compromises this policy may result in academic and / or disciplinary sanctions. Students must refrain from cheating, lying, plagiarizing and stealing. This includes completing your own original work and giving credit to any other person whose ideas and printed materials (including those from the Internet) are paraphrased or quoted directly. Any student who violates or helps another student violate academic behavior standards will be penalized according to IMT-BS rules.
Références obligatoires et lectures suggérées
Academic sources (in library database) include:
- Business Source Complete
- Emerald
- IEEE Xplore
- Science direct
- Springer
Business, financial and specialist press (in library database) include:
- Europresse
- Xerfi
On-line sources include:
- OECD patent database (http://www.oecd.org/sti/inno/oecdpatentdatabases.htm)
- US Patent and Trademark Office (http://patft.uspto.gov/)
- Yahoo! Finance (http://finance.yahoo.com/).
A detailed list of articles will be distributed in class based on the sectors chosen by the student groups.
Recommended reading (available in library)
Robert A. Burgelman, Clayton M. Christensen and Stephen C. Wheelwright, Strategic Management of Technology and Innovation, McGraw Hill: New York.
Alfred D. Chandler, 1990, Scale and Scope: the Dynamics of Industrial Capitalism, The Belnap Press of Harvard University: Cambridge, MA.
Giovanni Dosi, David J. Teese and Josef Chytry, (Eds.), 1998, Technology, Organization, and Competitiveness, Oxford University Press: Oxford.
David O. Faulkner and Andrew Campbell, (Eds.), 2003, The Oxford Handbook of Strategy, Oxford University Press: Oxford.
Edith Penrose, 1995, The Theory of the Growth of the Firm, 2nd Edition, Oxford University Press: Oxford.
Sheila Wright, 2003, Competitive intelligence, analysis and strategy: creating organizational agility, Routledge: London.